ADM 612 - Leadership

1. ADM 612 - Leadership Lecture 10 – Transformational Leadership Theory

2. Introduction • Transformational leadership has been the subject of much recent research. • Process that changes and transforms individuals.

3. Introduction • Concerned with emotions, values, ethics, standards, and long-term goals and involves assessing followers’ motives, satisfying their needs, and treating them as full human beings. • Exceptional form of influence that motivates followers to do more than is expected of them. • Often linked to visionary and charismatic leadership.

4. Transformational Leadership Defined • Transactional leadership is most common and involves exchanges between leaders and followers.

5. Transformational Leadership Defined • Transformational leadership refers to the process whereby an individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.

6. House’s Theory of Charismatic Leadership

7. Bass’s Theory of Transformational Leadership • Motivates followers to do more than expected by: • Raising followers’ level of consciousness about the importance and value of goals. • Getting followers to transcend their own self-interest for the good of the team or organization. • Moving followers to address higher level needs.

8. Bass: Leadership Continuum

9. Bass: Leadership Factors

10. Full Range of Leadership Model

11. Transformational Leadership Factors • Idealized influence – Leaders who act as strong role models for followers. • Inspirational motivation – Leaders who communicate high expectations, inspiring them to become committed to organizational goals.

12. Transformational Leadership Factors • Intellectual stimulation – Leaders who stimulate followers to be creative and innovative. • Individualized consideration – Leaders who provide a supportive climate in which they listen to needs of followers.

13. Transactional Leadership Factors • Contingent reward – Leaders try to obtain agreement on what needs to be done and what the payoffs will be for the people doing it. • Management-by-exception – Leaders use corrective criticism, negative feedback, and negative reinforcement. • Active: Micromanagement. • Passive: Problem-based intervention.

14. Nonleadership Factor • Laissez-faire – The absence of leadership: abdicate responsibility, delay decision, give no feedback, make no efforts to satisfy followers’ needs.

15. Additive Effect of Transformational Leadership

16. Other Transformational Perspectives • Bennis and Nanus. • Transforming leaders have a clear vision of the future state of their organizations. • Transforming leaders are social architects for their organizations. • Transforming leaders create trust by taking positions and sticking with them. • Transforming leaders use creative deployment of self through positive self-regard.

17. Other Transformational Perspectives • Tichy and Devanna. • Act 1: Recognize the need for change. • Encourage dissent. • Encourage objective assessment of outcomes. • Encourage visiting other organizations to identify alternative approaches. • Act 2: Create a vision. • Act 3: Institutionalizing changes.

18. How Does Transformational Leadership Work? • Transformational leaders set out to empower followers and nurture them to change. • They become strong role models for their followers. • They create a vision. • They act as change agents who initiate and implement new directions. • They act as social architects.

19. Strengths • Widely researched from many different perspectives. • It has intuitive appeal as a concept. • It treats leadership as a process between leaders and followers.

20. Strengths • It offers an expanded picture of leadership. Most other models are transactional. • It has a strong emphasis on followers’ needs, values, and morals. • It has substantial evidence of being effective.

21. Criticisms • Lacks conceptual clarity. • The measurement scale does not always distinguish clearly among factors. • It is a trait theory rather than a behavioral theory.

22. Criticisms • Tends to be elitist and antidemocratic. • Has a heroic leadership bias. • May not work on all levels of the organization. • Has the potential to be abused.

23. Application • Provides a broad set of generalizations about what is typical of transforming leaders. • The Multifactor Leadership Questionnaire can be used in training programs to identify leadership strengths and weaknesses. • Many training programs focus on creating a vision.